Having achieved phased success in deepening social responsibility and enhancing international competitiveness, family businesses have reached a new starting point for development. They have come to realize that innovation-driven transformation and refined management are key to driving sustainable growth and navigating an increasingly complex and volatile business environment. These two elements are like the twin wheels of a business's progress, mutually reinforcing and reinforcing each other.
I. Comprehensively promoting innovation-driven transformation
In-depth cultivation of innovative culture and full participation of all employees
The family business is committed to deeply cultivating a culture of innovation, permeating every aspect of the company and encouraging all employees to participate in innovation. A strong atmosphere of innovation is fostered through various innovation-focused activities, such as innovation-themed lectures and competitions. Industry pioneers are regularly invited to share their success stories to inspire employees' enthusiasm for innovation. In these competitions, a variety of awards are offered, rewarding not only individuals who propose innovative ideas but also teams that successfully translate these ideas into concrete results, with generous bonuses and recognition. Innovation is also incorporated into the company's core values. Through training and outreach, every employee is ensured to fully understand its importance to the company's development. To alleviate employees' fear of failure, the company has established a tolerance mechanism for failure, explicitly stating that failure in the innovation process is a stepping stone to success. As long as students learn from these failures, their performance evaluations will not be affected. For example, when a department encountered failure in developing a new product, the team gained valuable technical experience and market feedback. Rather than blaming them, the company recognized their spirit of exploration and encouraged them to continue pursuing new innovative projects. The creation of this cultural atmosphere has made innovation no longer the exclusive domain of a few people, and all employees actively participate in innovation activities.
Diverse breakthroughs in technological innovation and application transformation
In terms of technological innovation, the company pursues diverse breakthroughs, actively monitors cutting-edge technology developments within and outside the industry, and increases R&D investment in multiple key technology areas. In addition to continuously developing technologies related to its core business, such as introducing advanced intelligent manufacturing technologies in the manufacturing sector to automate and intelligentize production processes, improving production efficiency and ensuring consistent product quality, the company is also expanding into emerging technologies such as artificial intelligence and blockchain, exploring their potential applications in corporate operations management. For example, it is leveraging artificial intelligence algorithms to optimize supply chain management, enabling more accurate demand forecasting and inventory control, and reducing operating costs. Furthermore, the company focuses on the application and transformation of technological innovations, establishing a platform for the transformation of technological innovation results and strengthening industry-university-research collaboration with scientific research institutions and universities. Through joint laboratories and collaborative research projects, the company accelerates the transformation of research results into practical productivity. For innovative technologies with market potential, the company promptly organizes cross-departmental teams to develop products and commercialize them, ensuring that the technological innovations can generate timely economic benefits for the company. However, achieving diverse breakthroughs in technological innovation faces challenges such as fragmented R&D resources and difficulty identifying application scenarios. To address these issues, the company has established a Technology Innovation Strategy Committee to oversee the overall planning of technological R&D directions and rationally allocate R&D resources based on market demand and corporate strategic priorities to avoid resource fragmentation. At the same time, we will strengthen the collaboration between the market research team and the technology R&D team, deeply explore the application scenarios of technology, and improve the market adaptability of technological innovation results.
Exploration and practice of business model innovation
Enterprises are actively exploring business model innovation to adapt to rapidly changing market demands and the competitive environment. They conduct in-depth research on market trends and changes in consumer behavior to identify new business opportunities and value creation points. For example, with growing consumer demand for personalized products, enterprises have launched personalized customization business models. By establishing digital customization platforms, consumers can choose product colors, materials, and features based on their preferences, and enterprises then produce customized products based on their orders. This model not only meets consumers' personalized needs but also increases product added value and customer satisfaction. Furthermore, enterprises are exploring the application of emerging business models such as the sharing economy and platform economy in their operations. For example, leveraging their industry resources and brand influence, they are building industry sharing platforms to provide upstream and downstream companies with information exchange, resource sharing, and business collaboration services. By charging platform service fees and value-added service fees, they are opening up new profit channels. The practice of business model innovation faces challenges such as uncertain market acceptance and difficulties in synergizing existing businesses with new business models. Enterprises are conducting market pilots and user surveys to gain early insights into market acceptance and feedback for new business models, allowing them to adjust and optimize their business models in a timely manner. At the same time, we will strengthen internal organizational structure adjustments and process optimization, establish an operation and management system that adapts to the new business model, and promote the coordinated development of the original business and the new business model.
2. Continuous upgrading of refined management
Optimization and reengineering of management processes
Family businesses continuously optimize and reengineer their management processes to improve operational efficiency and management effectiveness. They thoroughly review existing management processes, identifying cumbersome steps, repetitive operations, and inefficient areas. For example, in the procurement process, they discovered that excessive approval links prolonged the procurement cycle and impacted production progress. To address this issue, the company optimized the procurement process, streamlining the approval process, clarifying the responsibilities and approval authority of each link, and using information technology to automate the approval process, thereby improving procurement efficiency. In terms of production processes, they introduced lean manufacturing concepts and reengineered them. Through value stream analysis, they eliminated wasteful steps in the production process, optimized the production layout, and achieved continuity and balance in the production process. Furthermore, they established a production process monitoring mechanism to monitor various production indicators, such as production efficiency and product quality, in real time, to promptly identify and resolve process issues. However, the optimization and reengineering of management processes may affect the interests of some employees, sparking resistance. Through enhanced communication and training, the company explained in detail the purpose and significance of process optimization and reengineering to employees, ensuring that they understand that this is intended to enhance the company's overall competitiveness and thus protect their long-term interests. At the same time, in response to changes in employee positions after process optimization, corresponding training and career development guidance are provided to help employees adapt smoothly to new job requirements.
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